Multirational Management in Hospitals

I argue in this chapter that multirational management means handling paradoxes. The core paradox is that the multirational or pluralist practice within hospitals requires, but at the same time thwarts, the genuine task of management. This task involves ensuring decision-making in a way that contributes to the viability of the organisation. Hospitals have developed their own ways of handling this paradox of "multirational management". Two examples - one of bilateral-situative decision-making, the other of rule-based decision-making - will be elucidated in empirical detail